Director of Asset Management

W.W.Williams Company•Irving, TX

2d•Hybrid

About The Position

The W. W. Williams Company is seeking a disciplined, analytical, and execution focused Director of Asset Management to own the physical assets and resource partnerships that enable operations across every W.W. Williams location. This position is accountable for our mobile fleet, approximately 1,000 vehicles, trailers and pieces of heavy equipment and growing, as well as our leased real estate footprint and the indirect vendor relationships that keep our branches supplied and running. It will be your responsibility to ensure the company has the right assets, in the right locations, at the right cost, to grow the business and execute for customers. You will drive fleet utilization as a primary measure of success, hold our third-party fleet management partner (Holman) accountable for replacement, upfitting, disposal and service performance, and partner with Safety to ensure every vehicle is operated by a trained, licensed and fully certified driver. This position is based at our Dallas, Texas headquarters and reports to the Chief Operating Officer. Effort is allocated approximately 50% to fleet, 25% to real estate, and 25% to the indirect vendor and resource partnerships that support operations company-wide. Travel is minimal, though occasional site visits and vendor assessments are expected.

Requirements

8+ years of progressive experience in fleet asset management, corporate real estate and facilities, or indirect procurement, including 3+ years of enterprise-level accountability for a fleet of 500 or more units.
Demonstrated ownership of a fleet capital plan covering replacement cycling, upfit specification, remarketing and disposal, with documented improvement in utilization, cost per unit, or total cost of ownership.
Experience managing a third-party fleet management provider (e.g., Holman, Element, Enterprise Fleet, Wheels/Donlen) to defined service levels, scorecards and lifecycle economics rather than to invoices.
Experience specifying and procuring upfitted service assets such as mobile service trucks, lube and mechanic bodies, cranes, trailers and heavy equipment, under procurement lead times of 12 months or longer.
Working knowledge of DOT/FMCSA requirements: CDL and non-CDL licensing, driver qualification files, medical certification, hours of service, annual vehicle inspection and equipment operator certification.
Track record administering a multi-site leased real estate portfolio of 20 or more locations, including renewals, critical date management, site selection, landlord relationships and CAM reconciliation.
Experience negotiating and managing national indirect vendor agreements across uniform and facility services, office and shop supply, waste, small tools and similar categories, with measurable, validated savings.
Financial fluency sufficient to build and defend a capital request: unit economics, lease-versus-buy analysis, total cost of ownership and payback modeling, developed in partnership with Finance.
Demonstrated ability to influence branch and divisional operating leaders, and to hold vendors and partners accountable, without direct authority over either.
Proficiency with fleet and asset management systems, telematics platforms, and the Microsoft Office Suite including advanced Excel; familiarity with Tableau and Karmak preferred.
Bachelor’s degree (B.A./B.S.) in business, supply chain, finance or a related field; or 8+ years related experience and/or training; or equivalent combination of education and experience.
Effective oral and written communication skills, including the ability to present recommendations to executive leadership.
Based in Dallas, Texas, with willingness to travel occasionally (approximately 10–15%) for site visits and vendor assessments.

Nice To Haves

CAFM or CAFS designation preferred.

Responsibilities

Own the full lifecycle of approximately 1,000 vehicles, trailers and pieces of heavy equipment, from specification, acquisition, upfitting and in-service assignment through maintenance oversight, replacement and disposal.
Maintain a reconciled asset register that serves as the company’s single source of truth.
Improve fleet utilization as a primary KPI for this role: establish the baseline, set targets by asset class and location, identify and redeploy or remarket under-utilized units, and report performance monthly to the Chief Operating Officer and operating leadership.
Manage Holman, our third-party fleet management partner, to a formal scorecard covering service levels, maintenance cost per unit, downtime, invoice accuracy and lifecycle recommendations; lead periodic business reviews and escalate performance gaps to resolution.
Build and maintain a rolling multi-year fleet replacement and growth plan that accounts for a 12-month vehicle procurement lead time, translating operating growth plans into ordering decisions early enough to protect revenue ramp.
Develop and present fleet investment requests, including unit economics, lease-versus-buy analysis, total cost of ownership and tranche-gated growth assumptions, in partnership with Finance.
Standardize upfit specifications by service application to reduce cost, shorten build time, improve technician productivity and protect resale value.
Manage remarketing and disposal to maximize residual value and remove idle assets from the cost base.
Partner with Safety to ensure vehicles are operated safely and in compliance, covering driver training completion, CDL and non-CDL licensing, medical certifications, equipment operator certifications, DOT inspections and telematics-based driver behavior programs.
Maintain audit-ready documentation at all times.
Oversee fleet administration including titling, registration, licensing and permits, tolls, the fuel program, insurance schedules, and accident and claims coordination with Risk and the General Counsel.
Manage the leased real estate footprint across all W.W. Williams locations, maintaining a critical date calendar for renewals, expirations, options and escalations so that no occupancy decision is made under deadline pressure.
Lead lease negotiations and renewals in partnership with the General Counsel and Finance; evaluate market alternatives, expansion, consolidation and exit options against operating requirements.
Support site selection for new and relocated locations, including market and site evaluation, financial modeling, and coordination of build-out and occupancy readiness with operations.
Own landlord relationships, CAM reconciliations, property tax and lease accounting inputs, and resolution of landlord maintenance and service obligations.
Maintain a portfolio view of occupancy cost, square footage, and shop and bay capacity to inform footprint decisions and support growth planning.
Manage the indirect vendor relationships that supply and support branch operations, including uniform and facility services (e.g., Cintas), office and shop supply (e.g., Staples), waste, small tools and similar categories.
Consolidate and standardize agreements company-wide; negotiate pricing, terms and service levels, and hold vendors accountable through scorecards and structured business reviews.
Deliver measurable year-over-year savings and service improvement while ensuring every location has the resources required to execute.
Conduct periodic vendor and site assessments to verify that service delivery matches contract terms and operating need.
Partner with the General Counsel on contract review, renewal and risk terms, and with Finance on accruals, spend visibility and savings validation.
Serve as the company’s single point of accountability for asset readiness, the assurance that operations has the vehicles, facilities and resources required to serve customers and support growth.
Partner with operational leaders, Safety, the General Counsel, Finance and IT to establish policy, reporting standards and data integrity across all asset and vendor programs.
Plan for and enforce adherence to company policy to assure compliance with internal and external safety, environmental and fiscal standards.
Analyze activity, cost and forecast data to determine progress against corporate initiatives; recommend and implement corrective action, and monitor those changes to ensure continuous improvement.
Deliver a monthly asset and vendor performance package to the Chief Operating Officer, and participate in establishing long-range company goals, objectives and strategies and communicating them to branch and divisional teams for integration.